Ravi is based in Singapore and has worked in Human Resources, Business Transformation Information technology for over 20 years.

He is currently the Global Head Talent, OD and Head HR for Asia for Swiss Specialty Chemicals company. He partners with the group executives and business leaders globally to orchestrate the transformation of the business.
Areas of active interest outside work are Mentoring /coaching students, professionals and business startups.

Ravi is also Nuero Leadership trained coach and has certifications in EQ360 Workplace/Leadership, inventory, MBTI type I and II inventory as well as Hogan’s HPI, HDS, MVPI Assessments.

What is currently missing in the way overall employee performance is being managed?

The essence of Performance Management is that it is a feedback loop that allows people to assess if they are doing the right things and working well within the culture of the company. Where there are gaps – they can to take action to bridge it.

The missing part of performance management is that companies and HR teams have over orchestrated this process and managers/leaders do this with limited thought. It has become convoluted mechanical and a vast investment of time that is not yielding the desired result.

Given that a company’s workforce now has a significant proportion of virtual and freelance workers, how should performance management include them?

Many companies choose to ignore the contingent workforce, consultants, external partners and freelancers in this process. This would cause a significant portion of their workforce to be left without feedback.

While the legal framework clearly outlines how such review can take place with external Partners and contingent workforce.

Companies and managers who work with contingent/freelance workforce should focus on faster and shorter focused feedback loops on a weekly / monthly basis. This is usually taking on forms such as service reviews/project meetings / deliverable check-ins.

This alignment If ignored can derail the value that the service providers/freelance professionals bring to the company.

What are employees, managers and decision makers looking to make performance management more effective?

Everyone who is part of the process is peeved with the fact that it is cumbersome and focuses on completing the process (filling forms and checking the boxes) rather than the quality of the feedback.

People really are looking for input, guidance, and support. Preference is to find good quality constructive discussion time with their leaders so that that the person can adjust the way of working to drive better results.

What are some of the new things being introduced in Performance Management that are working/not working?

Simplifying the process – focusing on the outcome rather than the process is being welcomed and companies that have worked on this are benefiting.

Secondly, managers who do it regularly and not wait for HR to drive this process as a yearly process get much better engagement and team performance.

Most importantly taking a constructive and development approach is really being welcomed. The view that this is a way to help people perform at their best rather than from telling the score and just classify them in a box (calibration grid) really drives up the value of this to both employees and the company.

If not periodic appraisals, then what & how?

Aligning and developing people to perform at their best is most important.

It would logically follow that we should do this regularly, with a development intent rather than from a generating a scorecard – delivers the intent better than doing a yearly cycle.

Managers should spend more time coaching and mentoring – giving quick qualitative feedback and support.

In today’s world, there are a number of platforms available to drive engagement and communication – all the means are available to provide this qualitative feedback in a timely manner.

It’s about managers being sensitive to this critical need and taking ownership to drive this process on a weekly / monthly basis. This is much better as an outcome for the employees and the organization – rather than acting to check boxes and fill forms when the HR team chases them to do so.